WOW: January 2021 newsletter edition

In case you have missed it, here's our January 2021 edition of JOIN21 newsletter!

Preview
 
May this be a happy, prosperous,
and healthy new year for all of us.

Moving into 2021, remote work is the New Normal. This sparks a fundamental discussion for all management teams.

2020 has shown that we live in an increasingly interconnected world, working in widely distributed organizations, often collaborating remotely. The traditional leadership tools that we use to structure and organize our work have come out of sync with this new normal.

It may be the time to play down the individualistic model of leadership as too directive and controlling. It is time instead to focus on more agile leadership models where leaders
facilitate knowledge flow, connect experts, and improve relations to customers and partners. We call this Network Leadership.

Change is complicated. Many organizations use consultants and change-programs to adjust organizations and positively impact culture, innovation and productivity. We support that process with objective data by combining network insights from people, technology, and physical space. Our products provide leaders and their consultants with deep insights in how the internal and external network changes over time, and how it impacts key value drivers.

We work hard to share relevant information in this newsletter. This time I recommend the New York Times and Reworked articles below to understand why the new world of flexible work and flexible talent will benefit from Organizational Network Analytics.

The very best for 2021 to you all.

Jan Taug, PhD          



P.S. Our full course on Network Leadership (hosted on Udemy) is still available to you for FREE as we extended the deadline, so make sure to enroll by clicking on the banner below! 👇
In teamwork, silence isn’t golden, it’s deadly.

— Mark Sanborn, Author
 

VĂĄler Municipality used network analytics to engage its employees in one value-driven platform. The effect it had on communication internally and with citizens surprised everyone.
 

How does change happen in an organization: top-down, bottom-up, or all over the place? Whatever may be the case of your organization, one thing is certain: you want to get a hold of it, to drive and shape it in order to reach your goals. And you can’t do that without the right kind of data. Learn how to use it.
 
 

New York Times
Why read this: Dror Poleg has written what may be the most definitive account till now of the big change in work, offices and the great hunt for talent in a post-pandemic world. And how it will change the very fabric of our cities and communities.

 

The New Yorker
Why read this: Because John Seabrook has taken a crack at the ultimate question: What’s an office for? The COVID-19 pandemic has presented companies with an unprecedented opportunity to rethink the fundamentals of the physical workplace.
 
 

McKinsey
Why read this: Well before the pandemic, senior executives were anxious if their organizations were too slow, too siloed, too bogged down in complicated matrix structures, or even too bureaucratic. Now the new normal has made it much more challenging to be a leader or an employee. Increased physical distance between colleagues makes it even harder to mitigate leadership concerns. The solution is to bring new insights to everyone – leaders as well as employees. McKinsey deftly pinpoints 9 key areas that organizations must focus on to become a future ready company.
 

Jostein Borgmo
Why read this: Important facts and observations about remote work onboarding challenges in enabling new (young) employees to become part of the culture, innovation and growth. The most important ingredient of the home office economy is “existing relationship”. Research shows that young people struggle being efficient as remote workers. Not because they lack discipline, but because they are new. They need to be close with people to learn the codes that make them productive, and also lack the human network.
 
 

Reworked
Why read this: Because it really is rewarding when smart people like Mike Decastro argue our case: Conducting an organizational network analysis can lift the curtain on your organization, uncovering potential vulnerabilities and ways to boost productivity and employee well-being.

 

BCG
Why read this: Because it is interesting to have some quantitative results from the world’s biggest-ever workplace experiment (the pandemic). With respondents in Europe, the U.S. and India, this yields fascinating insights that have significant implications for the way we should organize work.
 


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